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I was watching the Green Bay Packers play the Atlanta Falcons, the number 6 seated team against the number 1 seated team for the division, and wasn’t too surprised to see the Packers come out on top. Sure they were seated as number 6 and according to this ranking were the underdog, but that’s not what the last 8 games demonstrated. While Atlanta clearly played well throughout the season, the Packers had created tremendous momentum starting mid season and carried it through the end of the season and into the playoffs.

I also watched the Pittsburg Steelers play the Baltimore Ravens. Down 21 to 7 at half time, the momentum was completely against Steelers. However, after halftime, it was a new ball game. The momentum had shifted. What changed? Who is responsible for momentum?

Mind

Momentum is mental. We know in a matter of a few days or a few minutes the Packers and the Steelers didn’t play football better than they did before. The change in their mental state manifested itself through momentum. It is the, “If you get me the ball, I will make it happen” mentality.

At some point early in the season, the Green Bay Packers changed their mind about who they were and how well they played the game. The other teams didn’t decide this for Green Bay. Green Bay made the decision. The same is true for Steelers. At half time they changed their mind about who they were and what they were capable of. I’m sure the Ravens didn’t decide at half time they were not as good as they had played in the first half. No, it was the Steelers that changed their mind and won the game.

Matter

So, how do we “change our mind” about what we are personally capable of and what our business is capable of? This is what I call the “matter” or the substance. Making the change. What you do is the matter to change your mind to create the momentum.

Sometimes it is an event. In football the other team may make a mistake. For many, this has the effect of changing their mental state and they create momentum. Others make an event happen such as intercepting a pass or blocking a punt. Then everyone can get on board with the new mental state and momentum.

In business, we can close a sale or complete an engineering task. Now, it is up to us to use this event to change our mind or mental state to create momentum. Yes, a single event can change everything. Sometimes a compliment received is all it takes to change our mind about the day or the path we are on. We need to give compliments generously to others in order to help create their positive momentum. I find consistency creates momentum for me.

When I wake up in the morning and follow my routine of a workout, shower, breakfast, meditation and prayer, scripture study, and checking email I have started the day in the right direction. Without even thinking about it, I have created a positive momentum for my day. When I don’t get to follow my routine my momentum is lost. Then, it is up to me to create an event to trigger a change in mental state in order to create the right momentum.

Momentum is just as important in business as it is in sports. Whether you are a business leader, marketing or sales manager, or global executive, the key is to remember that we are responsible for our own momentum.

Dano Ybarra is a leader, global executive, corporate warrior, serial entrepreneur, champion of business intelligence, husband, father, and Internet pioneer. To learn more about Dano please visit www.danoybarra.com or contact him at dano@danoybarra.com. For additional information visit his Beyond.com profile.

Every time you write something or say something about yourself, your product, or your company ask yourself this question: WIIFM? (pronounced wifm.) WIIFM or What’s In It For Me? is one of my favorite acronyms. The “me” is the person you are writing to or talking to.

You may be an accountant with a track record of perfect records but this doesn’t matter if you cannot tell your reader or listener what the benefit is to them. After stating your track record you might follow with, “As you look to maximize your profitability and prepare for your upcoming investors, I will take the risk out of your financial records.” This is a true benefit to the client or potential employer.

Perhaps you have a new software product that automates the generation of expense reports. You are not going to get a new client to purchase this software until they understand the benefit to them. You may say something like, “Our new cloud-based software will automatically submit expense reports to management for a signature and then to accounting to cut the checks.” The potential client will be saying to themselves, “What’s in it for me?” You should have already asked yourself the same question and could respond with things like:

Reduced time and money spent on expense reports because there is no software to install or manage

Management will see every expense that is approved, reducing mistakes and paper management time

Accounting will always receive completed forms eliminating the time it takes to track down additional signatures

All of these are valid “what’s in it for me” responses showing the potential client the benefits you or your solution brings to them.

It doesn’t matter if you are conversing live with a potential client or employer, creating data sheets or advertisements, or writing your blog; Always ask yourself how what you are saying is benefiting your listener or reader. WIIFM?

So What?

Years ago IBM trained their sales people after each statement they make to a client to imagine there is a little person on their shoulder screaming the question in their ear “So What!?” The idea is the client just heard the sales person list out all the things a product or service could do—the features—but still doesn’t know how they benefit from the product or service. The “So What?” prompts the sales person to articulate the benefits to the client. Benefits sell, features don’t.

WISGAT or What Is So Great About That?

Sometimes I find WISGAT (pronounced wiz-gat) works faster to drive me to the benefits of my product or service. WISGAT is the acronym for What’s So Great About That? This is an “in your face” question you can use to challenge yourself.

When I make a statement I immediately ask myself WISGAT or What’s So Great About That? I am putting myself in the readers place challenging why the statement I made is important to them. Be tough on yourself and answer the question. Continue the process until you have articulated 10 powerful benefits of you, your product, or your service to your potential client.

In a marketing class I frequently teach, I use a new, bright yellow, tennis ball as the product. Here are a few of the What’s So Great About That we came up with.

It rolls, bounces, and is easy to see.

What’s so great about that?

When you swing your tennis racket you will be able to hit the ball more easily since you can see it better.

What’s so great about that?

Better visibility of the ball will improve your tennis game.

What’s so great about that?

Others will want to play tennis with you because you are clearly an expert with the ball.

What’s so great about that?

While you play tennis with new people you will make new friends.

Yes, it’s amazing. Make new friends by simply playing with this awesome round, yellow, tennis ball!

It doesn’t matter whether you use WIIFM, So What?, or WISGAT, the goal is the same. Provide your prospects with the benefits of your products and services and see your close rate increase significantly!

Dano Ybarra is a leader, global executive, corporate warrior, serial entrepreneur, husband, father, and Internet pioneer. To learn more about Dano please visit www.danoybarra.com or contact him at dano@danoybarra.com. For additional information visit his Beyond.com profile.

You named your company. Now it is time to create a logo. Rather than approach the creation of your logo as a graphic arts project, take a pure business approach. We would all like our logo to tell everyone what we do and why we do it as well as why we are the best at what we do, but the reality is, our logo will only do one thing—quickly and visually connect the name of our company with someone’s feelings about our company.

I get excited when I see the Apple logo. What does an apple have to do with computers? I feel my adrenaline increase when I see the Nike logo. What does the famous swish have to do with athletics? Does anyone care? What does matter is I make a quick, emotional connection to a company or product when I see the logo. On the other hand, I get a pit in my gut when I see a certain insurance company’s logo. It’s all about connecting emotion with the company or product. And, doing it quickly.

Here are my rules for logo design. As in all of my “rules”, learn them, understand them, and then break them with your eyes wide open.

Keep your logo to one or two colors including black.

Keep your logo simple in design.

Don’t try to tell your company story with your logo, instead focus on one simple thing.

Below, I have listed a few examples of logos from my career and my critique of them.

QMS was originally known as Quality Micro Systems. As the company moved to laser and color printer products they shortened their name. The downside of the name (not the logo) is when they were listed on the stock market they had to change their initials. Companies that were flagged for any reason have a “Q” inserted at the beginning of their initials. The logo is simple and very descriptive. Some positive aspects of this logo include the ability to print or display on any medium without any loss of visual appeal and the ability to add color. It also tells a bit about the company with the image of a piece of paper folding up.

Adobe (PostScript, Photoshop, Illustrator, Acrobat, etc.) originally used the logo on the left. I heard a rumor this was designed by John Warnock’s mother. John was one of the two founders of Adobe Systems and an amazing individual with whom I am honored to have worked.

Although its use of color and design was simple, it tried to do too much by conveying the entire name of the company. You could argue that it is quickly recognized but the complexity of each letter causes your eye to spend too much time sorting through the logo, delaying the emotional attachments to the brand.

Adobe spent a significant amount of money to have their new logo designed. The logo is one of the best in my experience. The bold red color grabs your eyes and can easily be changed to black for applications when color can’t be used. The letter “A” in the logo allows the use of the logo without the word “Adobe” written underneath it and the reader still has immediate recognition. The red also draws out a powerful emotional reaction with a power statement. The logo can easily be adapted to newer styles and various applications. It can even be rendered in 3-D.

Here are a few examples of other applications of this logo. I might mention that once you choose a color for your logo, be uncompromising in change. Changing shades or colors of the logo detracts from the power of a consistent logo and causes a viewer to question if this is the same company. Coca Cola went so far as to trademark their red logo color!

Another one of my favorites, the Efficient Networks logo, can be used with or without the company name. It is quickly recognized. We had some fun with this logo displaying it in 3-D and spinning it. We also put a globe behind it and spun the globe. It works on black and white applications such as embossing into plastic casings of products.

Other applications of this logo included putting a clear bubble on top of it to give it a 3-D look when applied as a sticker onto products. The color creates a warm feeling while the angle and opening pointing slightly up generating energy. The logo also implies a smile, again playing on the emotions of the viewer.

When asking for a logo design, resist the temptation to over design your logo. Keep it simple. Remember your fancy, multi-color, detailed logo telling the life story of your company full of blends and design details might look awesome on your computer screen, but when you try creating a version that would look great on your building or on black and white letterhead it just won’t work. A great logo design can be applied to just about any surface and still look great. Above I gave a “good” example with QMS and two “great” examples with Adobe and Efficient Networks.

Late breaking news … Marissa Mayer decided to change the Yahoo! logo. Although the changes were not earth shattering, they do give it a fresh clean look. The exclamation point now does a jig around the word during refreshes, the font moved from straight lines to more curves, and the font changed from serif to sans serif. The aim, Mayer said, was to be “whimsical, yet sophisticated. Modern and fresh, with a nod to our history.” Yahoo! stayed true to the three rules I mention above for logo design.

If you want more examples of great logo design look no further than the social media logos from LinkedIn, Facebook, and Twitter. Skype is another great example. When designing logos, remember KISS — keep it simple stupid!

All trademarks and registered trademarks are the property of their respective owners.

Dano Ybarra is a leader, global executive, corporate warrior, serial entrepreneur, husband, father, and Internet pioneer. To learn more about Dano please visit www.danoybarra.com or contact him at dano@danoybarra.com. For additional information visit his Beyond.com profile.

Some time ago my daughter came home from her job as a checker at a grocery store, sat down and pulled a wad of money out of her pocket. I asked her where that came from. She said she had been getting a lot of compliments on a leather bracelet she wears and a lot of people wanted to know where to get one.

My daughter talked to the boy who made it for her and told him he should wear one because people would buy them from him. He really liked the idea of selling them since he enjoyed making them, but he didn’t really want to wear them. My daughter and the boy figured out a good price and my daughter told him she would sell them for him.

The next day she wore the bracelet to work and sold 20 of them! She didn’t “sell” any of them, but simply wore it. When people asked her where to buy one, she said she could sell them one.

The Router

A few years ago we were designing a network router for businesses. We had targeted small businesses of between one and fifty employees. The basic assumption was that there would not be anyone knowledgeable about computer networks at these businesses. We made everything except plugging in the cables automatic. We provided a big, colorful diagram showing where to plug in the cables to make that piece simple. We tested it many times in the office to make sure there were no problems.

We were happy with the test results and ready to ship the first order of 10,000 units. As a last minute gesture I said I would take one home and plug it in. It didn’t work. What went wrong? I was up all night trying to figure out why it didn’t work. The next morning I took all of my findings to our key engineer and explained to him that it didn’t work. He looked at me puzzled and said they had tested it and there were no problems, but he would take a look at it.

About an hour later he sheepishly came in my office to tell me what was wrong. They had forgotten to put in a simple command. They never saw the problem in our labs because our network didn’t require this, but most other networks would require it. We fixed the problem and got our 10,000 unit shipment out later that day.

Dogfooding

Are you dogfooding? Whether you are making bracelets or complex routers, you need to use your own products, otherwise known as dogfooding. I originally heard this stated as “eat our own dog food.” Due to the negative nature of this, some now say “drink our own Koolaid” or “drink our own Champaign”. One Microsoft executive calls it “IceCreaming.”

No matter what you want to call it, the benefits of dogfooding are huge. These were just two examples involving a sales and a quality benefit of dogfooding. The benefits scale sales, marketing, engineering, quality assurance, public relations, and more. If you are not dogfooding now, start today!

Dano Ybarra is a leader, global executive, corporate warrior, serial entrepreneur, husband, father, and Internet pioneer. To learn more about Dano please visit www.danoybarra.com or contact him at dano@danoybarra.com. For additional information visit his Beyond.com profile.

My brother and I started a furniture business, Beaverwood Products, when we were young. We custom designed furniture for restaurants and lodges. We were both young and had no experience, just persistence. We had no idea we could actually fail!

Since our furniture style matched the design of waterbed frames of the day we thought we could call on the largest water bed chains in the area. We had our first appointment with the Chief Executive Officer (CEO) of the largest chain in the Northwest. We put on our best suits, gathered our photos and samples, jumped in my brother’s 240Z and headed out. All in all the CEO liked what we did, but couldn’t justify the financials of buying from a custom shop when he could get similar products, albeit of lower quality, from a mass manufacturer. We could tell he was sincere, or at least convinced us he was, so we said our good-byes and thanked him for his time. As we were leaving, my brother turned to him and said, “Can we show you one more thing?”

Up until then we had focused our conversations on the couches, chairs, and coffee tables. This seemed logical given the nature of the products sold in a waterbed store. The CEO answered “sure.” My brother pulled out the photos of our dining room tables and chairs. We could see the CEO’s face light up. I ran to the car and grabbed our miniature version of the table set that was a perfect size for children. SOLD!

We just landed our first waterbed store chain for a customer — both the regular sized and children sized dinning room tables. Or rather, gaming tables. You see, my brother quickly realized that dining room tables would not be a perfect fit. However, he saw some pool tables in the store and quickly repositioned our dining tables as gaming tables. It worked!

It would have been easy for us to quit, walk away knowing we put our best foot forward and justifying why this would not be a good direction for our business. However, by taking a closer look at the situation, realizing that competing for the commodity products business was not a winning approach, my brother changed the rules. He found a product category that was not commodity — gaming products. He then changed the rules and found (or created) a pain point — the CEO had no quality gaming tables in his store. He then positioned one of our products to relieve the pain point.

To this day I can’t imagine how we fit so much furniture in the 240Z, but then we were in our early 20′s and didn’t know you couldn’t do these sorts of things. When faced with a clear mismatch of your solution with the customer problem, don’t quit. Step back, find a pain point, change the rules, and close the business.

Dano Ybarra is a leader, global executive, corporate warrior, serial entrepreneur, husband, father, and Internet pioneer. To learn more about Dano please visit www.danoybarra.com or contact him at dano@danoybarra.com. For additional information visit his Beyond.com profile.

It was late 1999 and our DSL router business was doubling each month. Life was good. But now, the carriers (Telco’s) wanted to remotely manage all of the business routers they were buying from me. They also were installing these routers at small to medium sized businesses around the globe. Knowing I had to quickly find a solution, I put the word out that I was in the market to license someone else’s solution. I had a dozen or so companies who came forward. After weeks of analysis we chose the one we felt was best for our customers.

The problem was the product we chose wasn’t complete. We met several times and I insisted that there were four features I needed right now and nothing else. They insisted they had built a scalable, robust, extensible core engine that could handle thousands of features. My response was I knew this and that is why I selected them, but I only wanted four features and I wanted them yesterday. Nothing more! Nothing less! They reluctantly agreed.

A few weeks later with these four features in hand I hit the road. We nailed it! Half a million dollars of business in a matter of months. The selection process was quick due to the limited feature set and we were making money. Mind you, these four features were not randomly selected. I had been carefully listening to the requests and demands of my customers, the carriers, and their customers, the business owners. I selected the four features that were the most valuable, or, in other words the Minimum Viable Product (MVP). It worked.

We launched a solution that served a real market need. The solution was incredibly stable due to the minimum feature set. It met the market needs for a viable product. We had created a solid baseline for the future. A year later the product had over 3,000 features and would be licensed to world-class carriers around the globe for between $3 and $5M dollars each with annual maintenance agreements of around $1M per year.

When defining your first version or subsequent versions of a product or service choose your MVP. Don’t let feature creep or creeping elegance delay your launch and over complicate your product. Your initial business plans and business strategies need to be focused on your MVP. If you create a solid base with your MVP, it is easy to build on it. If your product development method includes agile development — iterative and incremental feature development — consider releasing your MVP monthly or even weekly!

Dano Ybarra is a leader, global executive, corporate warrior, serial entrepreneur, husband, father, and Internet pioneer. To learn more about Dano please visit www.danoybarra.com or contact him at dano@danoybarra.com. For additional information visit his Beyond.com profile.

“Over Prepare, then Go With The Flow.” I read these words in a recent inspirational article written by Regina Brett, a 90-year old lady from Cleveland, Ohio. She said “To celebrate growing older, I once wrote the 45 lessons life taught me. It is the most-requested column I’ve ever written.” What does this have to do with business? Everything.

Arthur Rock is an American venture capitalist of Silicon Valley, California. He was an early investor in major firms including Intel and Apple Computer. I was CEO for a company funded by his firm, Venrock Associates. At an exclusive conference he said, The “going in” proposition is never the “exit proposition.” When he invests in a company they must have a great product, a solid business plan, a huge market opportunity, and an exceptional management team. However, as prepared as this new venture may be, Mr. Rock believes their success will not be what their initial plan states. Rather, once in the market, they will make major changes and adjustments in order to succeed. Given Mr. Rock’s experience in seeing thousands of successful and even more unsuccessful companies, I take his beliefs as the rule.

A few years ago I was asked to organize a group handcart trek involving 90 families—including babies, children, and grandparents. This was a trek to commemorate a reenactment of the true story of the Martin and Willie Handcart companies who pulled handcarts across the United States plains to help settle the Utah territory. The Willie and Martin companies were surprised by an early winter and many of them died. From this historical event are many stories of heroic deeds as well as forlorn loss.

In my preparations for organizing the reenactment trek, I spent an enormous amount of time forming companies made up of several families with a leader over each company. I also trained the leaders to meet the needs of each member of their companies. We spent hours scrolling over the three day itinerary and ensuring detail in every event. Food had to be arranged, special speakers were scheduled, musical numbers were planned, and other logistics including medical help were organized. All of these details were critical to the success of the event. I went through every detail of the trip with the other leaders over and over again rooting out minor problems and addressing each one in great detail.

At one point, one week or so before we were to leave on the trek, the individual who inspired the trek came to speak with me privately. He was worried that we were so structured that we would not have any fun. I told him not to worry. I explained to him because we were so over prepared, when the trek started, the only thing we will have to worry about is having fun. The trek was a great success. Even with all the preparation, several activities did not go as planned, but we went with the flow and had a great time.

Regina really knows what she is talking about and business greats like Arthur Rock agree. Over preparation provides a lot of options for success once you begin your journey. Lack of preparation really only leaves one option: failure. As I get into the day to day of executing a business plan of any scale and begin to go with the flow I always find that my preparation pays off in expected and unexpected ways. Over prepare, then go with the flow.

Dano Ybarra is a leader, global executive, corporate warrior, serial entrepreneur, husband, father, and Internet pioneer. To learn more about Dano please visit www.danoybarra.com or contact him at dano@danoybarra.com. For additional information visit his Beyond.com profile.

Spring means hitting the backcountry on horseback for me. A few years ago in the Spring a very good friend of mine and I headed out for an all day ride to make sure the trails were clear for others and to get the horses in shape for summer. The trails were in great shape, not much snow left. The heat wave had melted most of the snow in a matter of days. The fast snow meltdown this particular Spring also increased the flow of water down the streams and rivers we typically cross.

After making our plan on how and where to cross a treacherous area of one river we nudged our horses to step into the raging waters. My horse was bigger and stronger than my friends so he went first. Things were going great until his horse was halfway across the river. Now, surrounded by rushing waters on all sides and struggling to stay on his feet, the horse turned and looked down stream. Having lost sight of the landing point on the other side of the river, the horse and my friend started stumbling and the river began to sweep them away. My friend immediately lifted the horse’s head and turned it to the destination. Now, with a new focus on the landing point, the horse was able to recover and they made it safely to the other side of the river.

Before you start a new business or direction within your company, make a plan. Think through it carefully. Visualize the final outcome of this new venture. Plan for the best-case scenario and the worst-case scenario. Be clear. Be exact. Write down every detail. Remember, the plan is for you. It doesn’t have to be nicely formatted and printed on expensive paper. It just has to be specific.

In your plan, answer for yourself three questions.

The Mission

What is the mission of this new product, service, or company? Think of the mission as the purpose. Are you trying to change the way the world performs a certain task? Are you offering the world a less expensive or more efficient way to perform a task? Are you providing a service that proves to be more cost effective or thorough than someone trying to do this themselves? When you can answer one of these questions in a sentence or two you have written your mission statement. Yes, write it down. Immediately below it, write your vision.

The Vision

Your vision is nothing more than a statement of where you are going. Perhaps you are inventing a new, environmentally friendly mousetrap —your mission. Your vision could be to market and sell a portfolio of environmentally friendly rodent control products worldwide. Think big. This is not the time to worry about how you get there, but rather where you want to be. Write it down just below your Mission Statement. It should only be a sentence or two. Below your Vision Statement write your Goals.

The Goal

You have to be able to measure your progress so your goals must be specific, quantifiable, and achievable. For example, you may want everyone in the world to know about your new product. This goal would be too broad, difficult to quantify, and may not be achievable. However, you may set specific goals to write a press release and submit it to two online press services and call 20 editors who cover your products and services with a goal to schedule two interviews. Write down detailed lists of what you will do. After having accomplished every item on your list, collectively, they will accomplish your Mission and be a steppingstone towards your Vision.

Now that you have a clear Mission, Vision, and list of Goals, get going. As you work through the day-to-day tasks checking off each goal as you complete it, keep focused on your Goals and Mission. Each time you complete a task you are one step closer to your destination. Don’t get side tracked by something that looks fun and could easily be justified, but does not get you closer to achieving your goals and ultimately accomplishing your mission. Read your Mission, Vision, and Goals before you start each day. Read them as the last thing you do each day. Do not get disoriented by the rushing waters all around you and do not look downstream. Keep your head focused on the destination or you will be swept down the river.

Identified product roadblocks due to tight market, pursuing alternative direction and completing development and release of breakthrough software and hardware product that garnered interest from multinational companies.

Initiated sell-side M&A activity to strengthen visibility and credibility, heading $24M sale to major investor, gaining new business from key players, such as Pacific Bell, SBC, and France Telecom, and pushing quarterly revenue to $8M.

Outperformed large competitors during market struggle, executing company’s $1.2B sale to leading producer of modems.

Grew revenue from $60M to $120M in one year and achieved 40% hardware profit margin via product innovation strategies.

Lifted quarterly revenue $10M despite legal NASDAQ-related non-compliance issues by securing accounts in Europe and acquiring new software management technology that led to licensing agreements with AT&T and Siemens.

Set stage for acquisition by Motorola and growth to $90M by aligning capabilities and technology with rapidly changing conditions.

Led acquisition of software company and drove development over 12 months resulting in $3M license agreement by Bell South.

Turned around VC-backed technology solutions company, growing revenue from <$4M to $14M+ in five quarters while expanding margins from 18% to 28% by building high-quality sales/marketing organization, generating new business, and containing spend. Managed worldwide sales, marketing, and engineering team of 80 employees.

Recruited as co-founder by FlowPoint to overcome competitive barriers, elevating revenue from $500K to $7M+ in one year by building sales/marketing team, leveraging engineering talent, and devising plan to enter DSL space on multinational level.

Oversaw growth to $60M+ in 1999, steering negotiation of company’s sale to Efficient Network; remained on executive staff as VP of corporate marketing, strengthening promotional strategies and corporate image via new website and PR approach.

Transitioned into general management role for product division, proving vital in boosting sales to run rate of $500M in 2000.

Integral in company’s sale to Siemens to minimize impact of impending dotcom burst, assuming general management position for global broadband products; oversaw 150 direct reports and engineering/product development in Switzerland and Belgium.

Served on Broadband Forum contributing to standards-based software and hardware specifications.

Business Intelligence (BI) is the buzz word of today. Capturing business trends hidden in structured data and big data using analytical tools can deliver intelligence about where the business has been, where it is today, and when combined with predictive analytics, where it can be in the future. Even with all of this technology at our finger tips, individual experience and a track record of success are still critical assets for any business to succeed. Here is an introduction to Dano Ybarra — me — and my business intelligence.

Driving businesses to high visibility in competitive markets, I deliver strategies for rapid growth and sustainability. As a senior executive with 15+ years of experience in general management, marketing, sales, business development, start-up, turnaround, M&A activity, and product positioning, I seize emerging opportunities for long-term impact. Please consider:

• Outperformed large competitors during market struggle, executing company’s $1.2B sale to leading producer of modems.

• Set stage for acquisition by Motorola and growth to $90M by aligning capabilities and technology with rapidly changing conditions.

• Turned around VC-backed technology solutions company, growing revenue from <$4M to $14M+ in five quarters while expanding margins from 18% to 28% by building high-quality sales/marketing organization, generating new business, and containing spend.

My track record of closing business and my ability to build high-performing organizations and teams has resulted in profitability, expansion, and continuous innovation for previous employers. If your company can benefit from a world-class background, strong business acumen, and technical knowledge, I welcome the opportunity to discuss your needs. Thank you; I look forward to hearing from you.